Week 4

GSOE9820 Engineering Project Management

Term 1 2025

Dr. Imrana Kabir

2.Project

benefits

subsidiary plans

plan

Resource plan

C3PE Methodology

1.Stakeholders

1. Project

objectives

1.Requirement

s & constraints

2.Scope

statement

3, 9. WBS

3, 9. Work

packages

4, 10.Duration

4, 10.Cost

5, 11. Network

diagram

6.Risk register

7.Risk

responses

8.Communicatio

n plan

PMBOK Guide (6

Ed) Part 2, Sec. 1.9 Table 1-1

Project Charter

Objectives

Strategic goals

Project Charter Vocabulary

‘Company strategy is to innovate and

improve our services faster than our

competitors.’

‘The objective of this project is to design

and implement a new customer

feedback system.’

Describe the direction of

change of the organization

Specific achievements

resulting from the project

work, that can be measured.

The tangible results of

doing project work, that

can be verified.

Deliverables

New menu structure, plan for customer

journey, graphics design brief…

The correct answer is ‘Strategic Goal’. This

statement is a high-level and long-term objective. A

strategic goal is a long-term, high-level objective that

organization wants to achieve to fulfill its mission.

The correct answer is ‘Deliverable’. A deliverable is

the product, service or end user result of project, this

statement describes an engineering student

common room with its functional requirements,

therefore is a deliverable.

Requirements

Scope

(scope statement)

‘Customers must be able to provide

feedback and comments to us at

any point in their customer

journey.’

Project Charter Vocabulary

Scope

(Work Breakdown

Structure)

Benefits

‘The new customer feedback system

will show our marketing team how our

services are performing straight away’

‘The project includes an app to enter

information; it does not include a

database’

‘The new customer feedback system

includes a mobile app to enter

information; it does not include a

database to store historical data.’

What the project

deliverables or other

outcomes must do for the

stakeholders

A written description of

the project boundaries in

and major deliverables.

A systematic, hierarchical

decomposition of all the

deliverables into

constituent parts

The (positive) effects that

occur when stakeholders

interact with the

deliverables.

The correct answer is ‘Requirement’. This

statement indicates the expectation from

stakeholder and thus is a requirement

(requirement is stakeholders’ expectation on

project), ‘shall’ indicates this is a compulsory

project requirement.

The correct answer is ‘Requirement,

Stakeholder and Benefit’. Referring to lecture

1, user story provides mapping between

stakeholder, requirement and benefit, ‘As xxxx

(stakeholder), I want to xxxx (requirement), so

that xxxx (benefit)’

The project charter…

PMBOK Guide (6

Ed), Part 2, Sec. 2

• Formally authorizes the existence of the project

• Gives the project manager authority to apply

resources to project activities

• Provides a direct link between the project and the

strategic objectives of the organisation

• Shows organisation commitment to the project

• Creates a formal record of the existence of the project

The view from another textbook

(Lock- Ch. 8 Project Authorization)

‘Some organisations invoke a lengthy

authorisation procedure that consists of a

project charter, followed by a contract…’

‘the charter is a form of specification that

sets out the principal objectives, and is

prepared for the company's senior

management for consideration and

authorisation.’

‘A project initiation document... is a

concise and more practical alternative to

the charter’

Lock, Dennis. Project Management. 9th ed. Aldershot, England ; Burlington, VT: Gower, 2007.

Other Authorizations - In rough

order of complexity

● Charter and contract

● Project Initiation

Document

● Customer contract, or

works order

● Internal memorandum

PMBOK Guide (6

Ed), Part 1, Sec. 1.2.6

Charter and

PMP

In the project

lifecycle

What goes in your project Charter?

Presentation assignment

brief & rubrics

Add an

introduction section to your PMP that

demonstrates

a direct link between the project

benefits, its major

deliverables, stakeholders, and the

strategic

objectives of the client organisation.

(assignment

brief)

Provides

a systematic connection between

organisational

strategy, deliverables, benefits, and

stakeholders

including a written description that

makes

this

easy to understand

(PMP

Rubric)

PMBOK

Ed. Part 1, Sec 4.1.3.1: charteritem

Project purpose

Objectives and success

criteria

Requirements

Assumptions,

constraints

Description and project boundaries

High level

risks

Summary

milestone schedule

Summary

budget

Stakeholder

list

Approval requirements

Definition

of success

nomination

Sponsor

nomination

Setting SMART objectives

Objectives

SMART(A)

Objectives

MM cell …

Specific

robot cell… for research into incremental forging technology

Measurable

robot cell for research into incremental forging technology…

that will

be used by PhD students and student project teams

Action

-oriented

Design

and Build… an MM cell for research into incremental

forging

technology that will be used by PhD students and

student

project

teams

Realistic

(All

areas)

Timely

Design

and Build an MM cell for research into incremental forging

technology

that will be used by PhD students and student project

teams

… within six months of delivery of major components.

(Achievable)

(All

areas)

Stakeholders

Stakeholder identification

PMBOK Guide (6

Ed), Part 2, Sec. 1.6

PMBOK Guide (6

Ed), Part 1, Sec. 13.1 & 13.1.2

After understanding the business case, the organizational

context and needs for the project, the first step in planning

is to identify the project stakeholders.

Identifying and analysing your stakeholders is the best way

to start writing the project charter…

Stakeholders in Lock Ch. 2 –

Factors for project success and failure.

• Contracting organization and customer are two primary stakeholders. What about others?

• Do not all have same view of a project (example: motorway users and home owners)

• True measure of project success or failure depends on how the project outcome is perceived by

all the stakeholders.

• Identify & rank:

• Lock uses three categories of stakeholders

• primary (direct financial interest)

• Secondary (people who work on the project or

interact with the deliverables)

• Tertiary (people who could be affected by the

secondary stakeholders)

Project team and project internal stakeholders

3 15, 21, 28...

1. Why can't you have too many people in a team?

Too many communication channels = Too much complexity.

2. Therefore, we need to introduce some structure

around communication channels and team members

• Organizational

• Communication structures created by the PM

Project key stakeholders

You! (PM)

Your Sponsor

Steering

Committee

Project

Team

Subject Matter Expert

Steering Committee

Member

Technical

Team

Another

Technical

Team

• PM has a central coordinating role

for the project team.

• PM needs a strong 2-way line of

communication to the Project

Sponsor.

• Sponsor chairs steering committee,

uses it to make timely decisions.

• Subject Matter Experts have leading

role in their technical teams (may be

a PM themselves)

• Technical Teams can be internal to

project executing organization or

could be contractors/ suppliers

• There can be many technical teams

(only 1 project team and 1 steering

committee)

• Subject matter experts

move between their technical team

and the project team

The project manager is the

person assigned by the

performing organization to lead

the team that is responsible for

achieving the project

objectives.

The correct answer is ‘Make decisions’.

Referring to previous slide, sponsor is leading a

project or initiative through a steering

committee, which is responsible for making

important decisions in a timely manner.

Stakeholder register - how do we

find stakeholders?

• Identify stakeholders:

Brainstorming, expert

judgement, surveys,

questionnaires, meetings

• Analyse stakeholders

• Classify stakeholders

Stakeholders in ‘100% digital delivery and

assessment in GSOE9820 T1 25’

• Students

• Convener

• Guest lecturers

• Experienced demonstrators

• New demonstrators

• MME school management team

• Engineering faculty school

management team

Tip: Identify stakeholders as people, not

organizations or other inanimate entities.

Benefits make sense when they are related

to stakeholders

Example: Some benefits of building a new online university course…

Benefits Stakeholders

• Students

• Convener

• Guest lecturers

• Demonstrators

• Program authority

• OH&S officer

• Study from abroad

• Use new technology

• Work at home

• Use last year’s resources

• Large cohort

• Comply with social distancing rules

Methods for stakeholder analysis (part of

PMBOK ‘Identify Stakeholder 13.1.2.4’)

level

thority

(power)

Concern about outcomes

(Interest)

Power interest grid

level

thority

(power)

Ability to change

outcomes (influence)

Power influence grid

Students

Convener

Demons

-trators

Program

authority

OH&S

officer

OH&S

officer

Program

authority

Convener

Students

Demons

trators

Stakeholders in a new online university course

Engagement level of stakeholders

Name

Unaware

Resistant

Neutral

Supportive

Leading

OH&S

officer

Program

thority

Convener

Demonstrators

Students

C=Current position

D=Desired position

Outcomes of stakeholder classification

level

thority

(power)

Concern about outcomes

(Interest)

Power interest grid

Students

Convener

Demons

trators

Program

authority

OH&S

officer

Frequent

communication in MS

Teams

Final Metrics and/or

grade report

This would be one way to

inform the project

Communications Plan….

Many other PM Plans require

input from the Stakeholder

Project charter,

Benefits realization,

Risk management,

Change management,

Human resources…

PMBOK Guide (6

Ed), Part 1, Sec. 13.1.3.1

PMBOK Ch. 13 - Project

Stakeholder Management

To start with, what would we expect to see in a Stakeholder

Management Plan?

1. Stakeholder Register

2. Desired and current engagement levels

3. Scope/impact of change to stakeholders

4. Identified interrelationships and potential overlap of interests

5. Stakeholder communication requirements

6. Information to be distributed to stakeholders

7. Reason for distribution, expected impact

8. Methods for refining and updating stakeholder management plan

Stakeholder

management plan

Project

Communication

Plan

Updated Scope

Statements

Benefits

Realisation

Plan

Summary points (stakeholders)

• Success in stakeholder management and engagement is a

prerequisite for multiple aspects of PM, throughout the whole

project lifecycle

• Besides understanding requirements and objectives,

stakeholder identification is your first task as PM in

Project Initiation.

• Stakeholder identification feeds directly into your Stakeholder

Management, understanding definition of project success,

and Project Charter.